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MỌI KIẾN THỨC VỀ PMP®

Bài viết "MỌI KIẾN THỨC VỀ PMP®" bao gồm DANH SÁCH CÁC TỪ KHÓA/THUẬT NGỮ QUẢN LÝ DỰ ÁN QUAN TRỌNG mà tác giả tổng hợp được dựa trên:

- Kinh nghiệm tác giả đã thi đậu (thi đỗ) ngay lần thi đầu tiên các chứng chỉ quốc tế PMP® (2012), PMI-RMP® (2013), PMI-SP® (2013), PgMP® (2018), PfMP® (2018), PMO-CP® (2018), PMI-ACP® (2019), IPMO-Expert® (2019).

- Kinh nghiệm tác giả đã dạy, huấn luyện và/hoặc tư vấn cho các tập đoàn hàng đầu Việt Nam và thế giới như Samsung, Coca-Cola, Suntory Pepsico, Heineken, Carlsberg, GE, Schneider Electric, GEA, Sonion, Terumo BCT, Lazada, Linkbynet, Piaggio, Premier Oil, Apave, Taisei, CM Engineering, NEC, Japfa, Vinamilk, VNG, BIDV, Vietcombank, Vietinbank, PVcombank, MB Bank, FE Credit, PTI, Mobifone, VNPT, PV Gas, TPCOMs, CJS, MB Ageas Life, Deha Software, PNJ, Square Group, Delta, Gamma, DSquare, Vascara, Central Construction, FECON, VNT19, VEAM Corp, Saigontourist, …

- Kinh nghiệm tác giả đã dạy luyện thi các chứng chỉ quốc tế từ 2012 đến nay, và đã có nhiều học viên thi đậu các chứng chỉ quốc tế. Xem danh sách tại đây.

PMP (Project Management Professional)® là chứng chỉ quản lý dự án chuyên nghiệp danh giá từ PMI. Bên dưới là hướng dẫn của tác giả dành cho những ai muốn chinh phục chứng chỉ quốc tế PMP® (Đây là cũng outline khóa học PMP® PRO 14 buổi)


Xem thêm: MỌI CHUẨN BỊ CHO PMP®

Mọi kiến thức về PMP


DANH SÁCH CÁC TỪ KHÓA/THUẬT NGỮ QUẢN LÝ DỰ ÁN QUAN TRỌNG TRONG PMP®


SESSION 1. PROJECT MANAGEMENT FRAMEWORK & PROJECT MANAGEMENT PROCESSES

  • Project: temporary + unique result + progressively elaborate (iterative)
  • Program: related projects + obtain benefit not available if manage individual
  • Portfolio: project, program, operation, sub-portfolio + strategic objectives
  • Operation: ongoing/repetitive
  • Project management
  • Project governance
  • Project management vs Project governance
  • Project team
  • Project management team
  • Project team vs. Project management team
  • Stakeholder
  • Project management office (PMO)
    • Supportive: template
    • Controlling: template + require compliance
    • Directive: directly manage project
  • Organizational project management (OPM)
  • Organizational structure: thẩm quyền của PM tăng dần từ trên xuống dưới.
  • Tight matrix: is not matrix organization. Tight matrix = colocation = war room
  • Project Expediter: staff assistant, communication coordinator, no authority
  • Project Coordinator: expediter + some authority
  • Project Expediter vs Project Coordinator
  • Enterprise environmental factors (EEF): outside the project, often outside the enterprise, not under the control of project team
  • Organizational process assets (OPA): internal to organization; process, policy, procedure, template, LL
    • Processes, procedures, and policies
    • Organizational knowledge repositories: Historical information, Lessons learned
  • Assumption log
  • Assumptions
  • Constraints
  • Work performance data (WPD), Work performance information (WPI), and Work performance reports (WPR)
    • WPD: raw observation - Executing
    • WPI: WPD analyzed in context, WPD vs. PM Plan/document - M&C (all except Integration)
    • WPR: physical, electronic representation (Monitor & Control Project Work)
  • Program management: related projects + obtain benefit not available if manage individual
  • Portfolio management: project, program, operation, sub-portfolio + strategic objectives
  • Project vs. Program vs. Portfolio
  • Expert judgment
  • Meetings
  • What is done during each of the project management process groups
    • Initiating
    • Planning
    • Executing
    • Monitoring and controlling
    • Closing
  • Project life cycle: Starting the project, Organizing & Preparing, Carrying out the work, Ending the project
  • Development approach: predictive, iterative, incremental, adaptive, hybrid
    • Predictive: scope, time, cost are determined in early phase; plan-driven, waterfall, traditional.
    • Iterative: defined scope, but time & cost are routinely modified
    • Incremental: successively add functionality
    • Adaptive: agile, iterative & incremental; change-driven
    • Hybrid: predictive + adaptive
  • Plan-driven
  • Change-driven
  • 5 PG (Process Group): Initiating, Planning, Executing, Monitoring & Controlling, Closing
  • 10 KA (Knowledge Area): Integration, Scope, Schedule, Cost, Quality, Resource, Communication, Risk, Procurement, Stakeholder
  • 49 processes
  • Process sequences:
    • Develop Project Charter
    • Identify Stakeholder
    • Develop PM Plan (some high level guidelines/approach, e.g. 1 page)
    • Plan Scope Management
    • Collect Requirements
    • Define Scope
    • Create WBS
    • Plan Schedule Management
    • Define Activities
    • Sequence Activities
    • Estimate Activity Durations
    • Develop Schedule
    • Plan Cost Management
    • Estimate Costs
    • Determine Budget
    • Plan Quality Management
    • Plan Resource Management
    • Estimate Activity Resources
    • Plan Communications Management
    • Plan Risk Management
    • Identify Risks
    • Perform Qualitative Risk Analysis
    • Perform Quantitative Risk Analysis
    • Plan Risk Response !!
    • Go back/Iteration
    • Plan Procurements
    • Plan Stakeholder Engagement
    • Develop PM Plan (including everything, e.g. 100 pages)
    • Approval/sign-off
    • Kickoff meeting
    • Executing & M&C
    • Closing
  • X management plan = plan how X will be managed
  • Benefits management plan = how and when benefits will be delivered

Câu hỏi thường gặp ở Session 1


SESSION 2. INTEGRATION MANAGEMENT

4.0 Project Selection

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work

4.4 Manage Project Knowledge

4.5 Monitor and Control Project Work

4.6 Perform Integrated Change Control

4.7 Close Project or Phase

  • Integration: identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
  • FV = PV*(1+r)^n [r = interest rate, n = number of time periods]
  • Net present value (NPV): present value of the total benefits (income or revenue) minus the costs over many time periods. [greatest NPV]
  • Internal rate of return (IRR): [highest IRR]
  • Payback period (PBP): [shortest]
  • BCR > 1 => good; [max (BCR>1)]
  • Opportunity cost: value of project not selected.
  • Sunk costs: should not be considered when deciding whether to continue with a troubled project.
  • Law of Diminishing Returns: after a certain point, adding more input will not produce a proportional increase in productivity
  • Depreciation:
    • Straight-line
    • Accelerated
  • Project charterexistence of project + authority PM + high-level information + issued by initiator/sponsors
  • Business case
  • Project management plan: includes 19 components: scope, schedule, cost, quality, resource, communication, risk, procurement, stakeholder + requirement, change, configuration + baseline scope, schedule, cost, performance measurement + life cycle, development approach, management reviews
    • Knowledge area management plans
    • Baselines
    • Requirements management plan
    • Change management plan
    • Configuration management plan
    • Project life cycle approach
  • Knowledge management
  • Information management
  • Types of knowledge: Explicit vs. Tacit
    • Explicit: can becodified using words, pictures, and numbers
    • Tacit: difficult to express, such as beliefs, insights, experience, “know-how”
  • Project documents (33): (33): log, list, attributes, estimates, register
  • Benefits management plan
  • Assumption log
  • Change requests
  • Corrective action
  • Preventive action
  • Defect repair
  • Corrective Action vs. Preventive Action vs. Defect Repair
  • Constraints and assumptions
  • Configuration management system
  • Change control system
  • Change control board
  • DETAILED PROCESS FOR MAKING CHANGE (7 change steps)
    1. Prevent the root cause of changes
    2. Identify the need for a change
    3. Evaluate the impact of the change within the knowledge area
    4. Create a change request
    5. Perform integrated change control
      1. Assess the change to all KAs (Knowledge Areas)
      2. Identify options
      3. The change is approved, rejected, or deferred by CCB (Change Control Board). The project manager may be able to approve many changes.
      4. Update the status of the change in the change log.
      5. Adjust the project management plan, project documents, and baselines as necessary.
    6. Manage stakeholders’ expectations by communicating the change to stakeholders affected by the change.
    7. Manage the project to the revised project management plan and project documents
  • Cost-benefit analysis
  • Kickoff meeting
  • Work authorization system
  • Deliverables: unique and verifiable result
  • Flow of deliverables: Deliverables (Direct & Manage Project Work) => Verified Deliverables (Control Quality by internal team) => Accepted Deliverables (Validate Scope with client/sponsor) => Final product, service, result (Close Project or Phase)
  • WPD: Raw observation (Direct & Manage Project Work)
  • WPI: WPD vs. PM Plan/baseline (WPD are inputs for all M&C processes except Integration; outputs are WPI)
  • WPR: representation (of all WPI in Monitor & Control Project Work)
  • Focus group: SME/prequalified stakeholder
  • Facilitation/facilitated workshop: cross-functional, buyin
  • Close project or phase: finalizing all activities; planned work is completed.


    SESSION 3. SCOPE MANAGEMENT

    5.1 Plan Scope Management

    5.2 Collect Requirements

    5.3 Define Scope

    5.4 Create WBS

    5.5 Validate Scope

    5.6 Control Scope

    • Product scope: feature, function
    • Completion of the product scope is measured against the product requirements.
    • Project scope: work to deliver features, functions
    • Completion of the project scope is measured against the project management plan
    • Scope management process
    • Scope management plan: a plan HOW scope will be managed
    • Requirements management plan: a plan HOW requirements will be managed
    • FIRST PROCESS of PLANNING PG in any KA, we need at least 4 inputs:
      • Project charter
      • Project management plan
      • EEF
      • OPA
    • Data-gathering techniques
      • Brainstorming
      • Interviews
      • Focus groups: SME/prequalified stakeholder
      • Questionnaires and surveys: large number of ideas
      • Benchmarking: best practice
    • Group decision-making
      • Voting:
        • 100% (unanimity, consensus) - Delphi (consensus + anonymous)
        • > 50% (majority)
        • max group/option (plurality)
      • Autocratic: dictatorship, 1
      • Muticriteria decision analysis
    • Data representation
      • Affinity diagrams: large number + classification/category/group
      • Mind maps
    • Interpersonal and team skills
      • Nominal group technique: brainstorm + voting
      • Observation/conversation / job shadowing
      • Facilitation / Facilitated workshop: cross-functional + buyin
        • Joint application design/development (JAD)
        • Quality function deployment (QFD)
        • User stories
    • Context diagrams
    • Prototypes: early feedback on requirements
    • Requirement documentation: business, stakeholder, solution (functional + non-functional), transition // project, quality requirements
    • Requirement traceability matrix: links product requirements from their origin to the deliverables
    • Product analysis: Product breakdown, Requirements analysis, Systems analysis, Systems engineering, Value analysis, Value engineering (VE): deliver the same scope with least cost
    • Project scope statement includes: project scope description, deliverables, acceptance criteria, project exclusions
    • WBS: hierarchical
    • 100 percent rule: WBS
    • Work breakdown structure (WBS)
      • Decomposition: breakdown, divide, subdivide
      • Control account
      • Work package
      • Activity
      • How to create a WBS
      • Benefits of using a WBS
      • Uses for a WBS
    • WBS dictionarydetails of WBS.
    • Có 6 cặp tương đồng (thuật ngữ X - mô tả chi tiết thuật ngữ X)
      1. WBS - WBS dictionary
      2. Activity - Activity attributes
      3. Duration estimates - Basis of estimates
      4. Project schedule - Schedule data
      5. Cost estimates - Basis of estimates
      6. Resource requirements - Basis of estimates
    • Scope baseline: WBS, WBS dictionary, Project scope statement, Work package, Planning package.
    • Acceptance criteria
    • Deliverables
      • Verified
      • Accepted
    • Validate scope: with customer, sponsor => accepted deliverables
    • Validate Scope is the process of formalizing acceptance of the completed project deliverables. The verified deliverables obtained from the Control Quality process are an input to the Validate Scope process. One of the outputs of Validate Scope is accepted deliverables that are formally signed off and approved by the authorized stakeholder. Therefore, the stakeholder needs to get involved early on during planning (sometimes initiating as well) and to provide inputs about quality of deliverables so that Control Quality can assess the performance and recommend necessary changes.
    • Inspection: measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptance criteria; sometimes called reviews, product reviews, & walkthrough
    • Scope creep: uncontrolled expansion to product or project scope without adjustments to time, cost, and resources


    SESSION 4. SCHEDULE MANAGEMENT

    6.1 Plan Schedule Management

    6.2 Define Activities

    6.3 Sequence Activities

    6.4 Estimate Activity Durations

    6.5 Develop Schedule

    6.6 Control Schedule

    • Schedule management plan
    • Define activities
    • Decomposition: breakdown, divide, subdivide
    • Rolling wave planning: work to be accomplished in the near term is planned in detail, while work further in the future is planned at a higher level (planning package)
    • Activity list
    • Activity attributes: details of Activity list
    • Milestone list: milestone = zero duration
    • PDM (FS, FF, SS, SF)
    • Dependency determination:
      • Hard logic: nature of work, legal, contract
      • Soft logic: best practice
      • External dependency: out of control
      • Internal dependency: in control
    • Lead (//) and lag (waiting time)
    • Project schedule network diagram
    • Estimating T&T
      • Analogous estimating: early, less cost, less time, less accurate (ROM = -25% to +75%), historical/previous similar project
      • Parametric estimating: factor, historical data
      • Bottom-up estimating
      • Three-point estimating: O, M, P; cover risk
        • Triangular (simple): (O+P+M)/3
        • Beta (PERT): (O+P+4M)/6
          • SD (sigma) = (P-O)/6
    • Student syndrome: last minute
    • Parkinson law: work expands to available timeslot
    • Reserve analysis:
      • Contingency reserve: cover known-unknown
      • Management reserve: cover unknown-unknown
    • Duration Estimate
    • Basic of estimate: detail of duration estimate
    • Develop schedule
    • Critical path: longest path of network diagram
    • Near-critical path
    • Float
      • Total float [FLOAT]: an activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint. Float = LS - ES = LF - EF
      • Free float: an activity can be delayed without delaying the early start date of any successor or violating a schedule constraint. Free float = min (ES (successors)) - EF - 1
      • Project float: a project can be delayed without delaying the externally imposed project completion date required by the cus­tomer or management, or the date previously committed to by the project manager.
    • Resource optimization
      • Resource leveling: can often cause the original critical path to change
      • Resource smoothing: critical path is not changed and the completion date may not be delayed
    • Data analysis:
      • What-if scenario analysis
      • Simulation: Monte Carlo analysis (lặp hàng ngàn lần)
    • Schedule compression:
      • Fast tracking: //, tăng risk/rework, CP, “có thể nén”
      • Crashing: tăng resource, tăng cost, CP, “có thể nén”
    • Schedule baseline: approved version
    • Project schedule: bar chart, milestone chart, project schedule network diagram
    • Schedule data: detail of project schedule
    • Project management information systems (PMIS)
    • Padding
    • Heuristics
    • Reestimating


    SESSION 5. COST MANAGEMENT

    7.1 Plan Cost Management [P] — The process of defining how the project costs will be estimated, budgeted, managed, monitored, and controlled.

    7.2 Estimate Costs [P] — The process of developing an approximation of the monetary resources needed to complete project work.

    7.3 Determine Budget [P] — The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.

    7.4 Control Costs [M&C] — The process of monitoring the status of the project to update the project costs and manage changes to the cost baseline.

    • Estimation ranges:
      • Rough order of magnitude (ROM) estimate: -25% đến +75%
      • Budget estimate: -10% đến 25%
      • Definitive estimate: -5% đến 10%
    • Cost management process
    • Cost of quality
    • Funding limit reconciliation: reconciled with any funding limits on the commitment of funds for the project.
    • Financing: acquire funding
    • Cost baseline: approved version, S-curve
    • Project budget = cost baseline + management reserve
    • Earned value analysis
      • PV
      • EV
      • AC
      • CV = EV-AC (Cost Variance thì EV đứng trước, và trừ cho AC); CV > 0 thì tốt; CV < 0 thì xấu; CV = 0 thì ok.
      • SV = EV-PV (Schedule Variance thì EV đứng trước, và trừ cho PV); SV > 0 thì tốt; SV < 0 thì xấu; SV = 0 thì ok.
      • CPI = EV/AC (Cost Performance Index thì EV đứng trên, và chia cho AC); CPI > 1 thì tốt; CPI < 1 thì xấu; CPI = 1 thì ok.
      • SPI = EV/PV (Schedule Performance Index thì EV đứng trên, và chia cho PV); SPI > 1 thì tốt; SPI < 1 thì xấu; SPI = 1 thì ok.
      • BAC
      • EAC (Estimate At Completion)
        • If the CPI is expected to be the same for the remainder of the project, EAC can be calculated using: EAC = BAC/CPI
        • If future work will be accomplished at the planned rate, use: EAC=AC+BAC–EV
        • If the initial plan is no longer valid, use: EAC = AC + Bottom-up ETC
        • If both the CPI and SPI influence the remaining work, use: EAC=AC+[(BAC–EV)/ (CPI x SPI)]
      • ETC
        • Assuming work is proceeding on plan, the cost of completing the remaining authorized work can be calculated using: ETC=EAC–AC
        • Reestimate the remaining work from the bottom up: ETC = Reestimate
      • VAC
      • CV
      • SV
      • TCPI
        • The efficiency that must be maintained in order to complete on plan: TCPI=(BAC–EV)/(BAC–AC)
        • The efficiency that must be maintained in order to complete the current EAC: TCPI=(BAC–EV)/(EAC–AC)
    • Performance measurement baseline
    • Analogous estimating
    • Parametric estimating
    • Bottom-up estimating
    • Three-point estimating
    • Cost management plan
    • Contingency reserves: cover known-unknown
    • Management reserves: cover unknown-unknown
    • Cost risk: cost-related risk
    • Variable costs: These costs change with the amount of production or the amount of work. Examples include the cost of material, supplies, and wages.
    • Fixed costs: These costs do not change as production changes. Examples include the cost of setup, rent, utilities, etc.
    • Direct cost: These costs are directly attributable to the work on the project. Examples are team wages, team travel and recognition expenses, and costs of material used on the project.
    • Indirect costs: Indirect costs are overhead items or costs incurred for the benefit of more than one project. Examples include taxes, fringe benefits, and janitorial services.
    • Life cycle costing
    • Value analysis
    • Control thresholds
    • Progress reporting
    • Cost of quality
    • Return on investment (ROI)
    • Discounted cash flow


    SESSION 6. QUALITY MANAGEMENT

    8.1 Plan Quality Management

    8.2 Manage Quality

    8.3 Control Quality

    • Quality management process
    • Definition of quality
    • Gold plating: giving the customer extras
    • Prevention over inspection
    • Continuous improvement: continuously looking for ways to improve the quality of work, processes, and results
    • Just in time (JIT): just before they are needed
    • Responsibility for quality
    • Interviews
    • Brainstorming
    • Benchmarking
    • Cost-benefit analysis
    • Impact of poor quality
    • Cost of quality
    • Costs of conformance and nonconformance
    • Marginal analysis
    • Logical data models
    • Flowcharts
    • Test and inspection planning
    • Checklists
    • Quality metrics: project/product attribute and how the Control Quality process will verify compliance to it
    • Quality management plan
    • Cause-and-effect diagrams
    • Histograms
    • Pareto diagrams
    • Scatter diagrams
    • Document analysis
    • Alternatives analysis
    • Design of experiments
    • Process analysis
    • Root cause analysis: determine the basic underlying reason that causes a variance, defect, or risk.
    • Failure analysis
    • Multicriteria decision analysis
    • Affinity diagrams: large number + classification/category/group
    • Audits
    • Design for X
    • Problem-solving
    • Test and evaluation documents
    • Quality reports
    • Mutual exclusivity
    • Probability
    • Normal distribution
    • Statistical independence
    • Standard deviation
    • 3 sigma (99.73%) or 6 sigma (99.9999998%)
    • Checksheets: tally sheets, especially useful for gathering attributes data while performing inspections to identify defects
    • Statistical sampling: choosing part of a population of interest for inspection
    • Questionnaires and surveys: large number of ideas
    • Performance reviews
    • Inspection (reviews, peer reviews, audits, or walkthroughs): the examination of a work product to determine if it conforms to documented standards
    • Control charts
      • Assignable cause/special cause variation
      • Control limits
      • Mean
      • Specification limits
      • Out of control
      • Rule of seven


    SESSION 7. RESOURCE MANAGEMENT

    9.1 Plan Resource Management

    9.2 Estimate Activity Resources

    9.3 Acquire Resources

    9.4 Develop Team

    9.5 Manage Team

    9.6 Control Resources

    • Resource management process
    • Resource responsibilities for project managers
    • Resource management plan
    • Recognition and reward systems
    • Team building
    • Conflict resolution techniques
    • Team performance assessment
    • Issue log
    • Responsibility assignment matrix (RAM)
    • RACI
    • Organizational breakdown structure
    • Resource breakdown structure
    • Resource histogram
    • Team charter
    • Motivation
    • Training needs of team members
    • Management and leadership styles
    • Powers of the project manager
    • Emotional intelligence
    • Influencing
    • Problem-solving method
    • Sources of conflict
    • Preassignment
    • Negotiation
    • Multicriteria decision analysis
    • Colocation
    • Virtual teams
    • Communications technology
    • Tuckman ladder


    SESSION 8. COMMUNICATIONS MANAGEMENT

    10.1 Plan Communications Management

    10.2 Manage Communications

    10.3 Monitor Communications

    • Communications management process
    • Communications management plan
    • Flow of communication
    • Communication types
      • Formal/informal written
      • Formal/informal verbal
    • Communication models
      • Interactive
      • Noise
      • Effective communication
      • Nonverbal
      • Verbal
      • Active listening
      • Effective listening
      • Feedback
    • Communications technology
    • Communication methods
      • Interactive communication
      • Push communication
      • Pull communication
    • Meetings
    • Communication channels
    • Project reporting
      • What should be reported
      • Types of reports
        • Status report
        • Progress report
        • Trend report
        • Forecasting report
        • Variance report
        • Earned value report
        • Lessons learned documentation
    • Communication blockers
    • Monitoring communications


    SESSION 9. RISK MANAGEMENT

    11.1 Plan Risk Management

    11.2 Identify Risks

    11.3 Perform Qualitative Risk Analysis

    11.4 Perform Quantitative Risk Analysis

    11.5 Plan Risk Responses

    11.6 Implement Risk Responses

    11.7 Monitor Risks

    • Definition of risk management
    • Risk management process
    • Threats
    • Opportunities
    • Risk factors
    • Risk appetite
    • Risk threshold
    • Risk averse
    • Inputs to risk management
    • Risk register
    • Risk management plan
    • Risk report
    • Risk categories
    • Risk breakdown structure (RBS)
    • Overall project risk
    • Individual project risk
    • Types of risk
    • Probability and impact matrix
      • Watch list
      • Variance and trend analysis
    • Risk urgency assessment
    • Risk response strategies
      • Avoid
      • Mitigate
      • Transfer
      • Exploit
      • Share
      • Enhance
      • Accept
      • Escalate
    • Residual risks
    • Contingency plans
    • Fallback plans
    • Risk owner
    • Secondary risks
    • Risk trigger
    • Workarounds
    • Reserve analysis
    • Risk reviews
    • Risk audits
    • Simulation
    • Checklist analysis
    • Assumption and constraint analysis
    • Documentation reviews
    • Risk data quality assessment
    • Prompt list
    • Monte Carlo analysis
    • SWOT analysis
    • Sensitivity analysis
    • Decision tree
    • Expected value
    • Expected monetary value
    • Common risk management mistakes
    • Representations of risk uncertainty


    SESSION 10. PROCUREMENT MANAGEMENT

    12.1 Plan Procurement Management

    12.2 Conduct Procurements

    12.3 Control Procurements

    • Procurement management process
    • Procurement management plan
    • Procurement strategy
    • Types of agreements
    • Contract types
      • Fixed-price
      • Time and material
      • Cost-reimbursable
    • Advantages/disadvantages of each contract type
    • Contract change control system
    • Termination
    • Bid documents
    • Make-or-buy analysis
    • Source selection criteria
    • Noncompetitive forms of procurement
    • Types of procurement SOW
    • Procurement performance review
    • Claims administration
    • Closed procurements
    • Bidder conferences
    • Proposal evaluation
    • Risk and contract type
    • Make-or-buy decisions
    • Weighting system
    • Screening system
    • Independent cost estimates
    • Incentives
    • Special provisions
    • Standard contract
    • Terms and conditions
    • Change requests
    • Breach
    • Waivers
    • Claims
    • Product validation
    • Procurement conflicts
    • Procurement audit
    • Formal acceptance
    • Records management system
    • Privity
    • Qualified seller list
    • Centralized/decentralized contracting
    • Price
    • Profit
    • Cost
    • Target price
    • Sharing ratio
    • Ceiling price
    • Letter of intent
    • Presentations
    • Nondisclosure agreement
    • What makes a legal contract
    • Force majeure


    SESSION 11. STAKEHOLDER MANAGEMENT

    13.1 Identify Stakeholders

    13.2 Plan Stakeholder Engagement

    13.3 Manage Stakeholder Engagement

    13.4 Monitor Stakeholder Engagement

    • Stakeholder definition
    • Stakeholder management process
    • Stakeholder involvement
    • Stakeholder analysis
    • Stakeholder register
    • Stakeholder expectations
    • Stakeholder engagement
    • Stakeholder engagement plan
    • Stakeholder engagement assessment matrix
    • Stakes


    Professional & Social Responsibility

    • Ethical application of project management
    • PMI-isms related to professional and social responsibility
    • Responsibility & Actions that demonstrate responsibility
    • Respect & Actions that demonstrate respect
    • Fairness & Actions that demonstrate fairness
    • Honesty & Actions that demonstrate honesty


    Tips for Passing the PMP Exam the First Time

    • Putting It All Together
    • Formulas to Know for the Exam
    • Before You Take the Exam
    • Tricks for Taking and Passing the PMP Exam
    • Common Project Management Errors and Pitfalls


    SESSION 12. PRACTICE TEST

    • Putting It All Together
    • Practice Test
    • REVIEW & FILL GAPS (RFG)


    SESSION 13. PRACTICE TEST

    • Putting It All Together
    • Practice Test
    • REVIEW & FILL GAPS (RFG)


    SESSION 14. FULL TEST

    • Putting It All Together
    • FULL Test
    • REVIEW & FILL GAPS (RFG)


    Bài viết thể hiện quan điểm riêng của tác giả. Mọi góp ý xin vui lòng gửi về email chau@atoha.com. Trân trọng cảm ơn.

    Nguyễn Sĩ Triều Châu - LIMC, PfMP®, PgMP®, PMP®, PMI-ACP®, PMI-RMP®, PMI-SP®, PMO-CP®, IPMO-Expert®


    Xem thêm

    Bonus PMI Gaps

    Bonus Agile Gaps in PMP exam

    MỌI CHUẨN BỊ CHO PMP®

    TẤT TẦN TẬT NHỮNG ĐIỀU CẦN BIẾT ĐỂ THI CHỨNG CHỈ PMP® TỪ PMP® HANDBOOK

    BÍ KÍP THI ĐẬU PMP® - CHUẨN BỊ TRƯỚC KHI THI, TRONG PHÒNG THI VÀ SAU KHI THI

    Danh sách các học viên pass PMP

    Lịch khai giảng các khóa học ở Atoha


    Thông tin liên hệ

    Thông tin chuyển khoản
    Công ty Cổ phần ATOHA. Ngân hàng Á Châu (ACB). Số tài khoản: 6868 2468, PGD Tân Sơn Nhì, TPHCM.
    Đăng ký khóa học
    Chọn khóa học phù hợp bằng cách điền thông tin như link bên dưới. Tư vấn viên Atoha sẽ liên hệ anh/chị ngay.
    Câu hỏi thường gặp

    “Có. Atoha sẽ có chứng nhận hoàn thành chương trình đào tạo dành cho học viên và cung cấp 35 giờ đào tạo bắt buộc (1 trong 3 điều kiện thi lấy chứng chỉ PMP quốc tế)."

    “Cả 2. Tài liệu có thể là tiếng Anh hoặc tiếng Việt tùy vào lớp. Atoha có thể đào tạo bằng cả tiếng Anh hoặc tiếng Việt."

    “Chưa bao gồm. Học viên sẽ cần đóng phí thi trực tiếp cho viện PMI nếu muốn đăng ký thi, phí thi tham khảo 555usd/non-member và 405usd/member. Tham khảo thêm tại: www.pmi.org"

    "Một số khách hàng doanh nghiệp tiêu biểu: Nestle, Colgate-Palmolive, Castrol, Coca-Cola, Suntory Pepsico, Carlsberg, Schneider Electric, GEA, Sonion, Terumo BCT, Lazada, NEC, Apave, Vinamilk, VNG, MB Bank, FE Credit, PTI, Mobifone, VNPT, PV Gas, CJS, MB Ageas Life, Deha Software, PNJ, Square Group, Delta, Gamma, DSquare, Vascara, FECON, VNT19, Vingroup (HMS),.."

    Liên hệ ngay với Atoha để được tư vấn về chương trình phù hợp